I don't think it'a a matter of patience, as much as a matter of understanding what the machine is supposed to do, as well as being systematic about it.
That manager has an attutude I've often found at poorly-run places, that pay as little as possible, skimp on benifits, have little or nothing in the way of preventive maintenance, want nothing but continuous production 24/7, and sure as heck aren't about to spend either a dime or the time training anyone.
A schematic or ladder diagram is an amazingly helpful thing to have- especially if it has been kept "up to date" and reflects changes. Then "troubleshooting " is pretty much a matter of either starting at one end and working through it, or by 'working by halves.'
"Working by halves" is wher you start in the middle- then you progress to the left or right, depending upon whether everything is OK where you started.
Besides knowing how to read the things- and it amazes me how many maintenance persons have never had someone spend five minutes with them explaining them- one needs to understand how the various sensors can either be fooled, or misbehave.(Ever have a photocell get confused by the light it controls?)
We're all inclined to make quick guesses...and often we're right. My own rule is this: two quick guesses, and then we start over, being systematic, and checking all our assumptions- beginning with "is it pluged in?"
I really feel the attitudes of managers who consider people 'disposable' and try to make the person fit the slot is short-sighted. As I see it, it is part of the manager's job to lead and develop his crew. If your platoon has an excess of riflemen but needs a radio operator, you don't toss a rifleman aside- you train one of them to work the radio! Yet, many firms do exactly that; they fire/ lay-off someone they "don't need," while running an ad for a replacement.
